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In our previous blog, we explored how a company’s destiny is intimately linked to the Pivotal and Work Habits that its employees practice.
Employers have traditionally been inattentive to the design of employee habits, focusing instead on results produced. While this is a reasonable approach, employers have missed the opportunity to create environments that makes it easy for employees to practice both Pivotal and Work habits, which provide a difficult-to-see (and therefore difficult-to-copy) competitive advantage.
Pivotal Habits are the sets of health, happiness and financial security behaviors that prepare us to perform. They are the largest untapped source of increased human performance at work.
Practicing Pivotal Habits maximizes the probability that we show up to work each day full of energy, mental clarity and focus. If these habits are well supported by employers, they leave employees highly engaged with their work and their customers, and inspired to make a difference.
Practicing Pivotal Habits creates performance improvements in all people, irrespective of their roles in the business.
BRATLAB Habit Prescriptions: Which habits matter?
In our research at BRATLAB, we have found 9 collections of Pivotal Habits that consistently produce superior performance results.
Pivotal Habit Collections
Move (exercise, stand and move more)
Nourish (eat for optimal performance, remove toxins like tobacco, moderate consumption of risky substances like caffeine and sugar, supplement as required)
Restore (sleep 7-9 hours, limit device usage, manage stress and adhere to drug regimens whenever required)
Savor (savor positive experiences, practice optimism, express gratitude)
Focus (create positive relationships, perform acts of kindness and generosity, practice mindfulness)
Foster (use character strengths, show self-compassion, live purposefully)
Protect (purchase sufficient insurance, protect against identity theft and fraud)
Manage (learn and apply money management skills, reduce debt, create a budget and track spending regularly)
Save (save for retirement, create a short-term savings plan)
You’re probably not surprised by most of the items on this list, however the crucial details of the most effective version or prescription for each Pivotal Habit varies based on the outcomes we desire.
For example, if you’re interested in achieving improved cognitive function, then the current research says the detailed Move Prescription for producing that outcome is to do six minutes of high intensity exercise (like jumping jacks, burpees, high knees and a variety of other exercises that get your heart rate pumping) just before you need your brain to work best, and the effect lasts for the next two hours.
Alternatively, if the outcome you desire is reduced healthcare costs as an employer, then the detailed Move Prescription is doing medium intensity cardiovascular training, mixed with weight training, four to five times per week for 30 minutes at a time.
The devil is in the detail and the details matter to the kind of performance gains employers will see.
For most people and companies, the outcomes we want are “all of the above” and so we have to very carefully design the “lowest common denominator” versions of each Habit Prescription.
This is the work we do at Habits at Work, helping each employer find the Pivotal Habit Prescriptions that optimize employee performance AND that are a fit for those people and that company.
Which Work Habits matter most?
Pivotal Habits prepare every human being to perform better in their roles in life and at work. But this habits thinking extends to the details of our actual jobs as well.
We can ask, “Which behaviors, practiced again and again, will result in us performing our roles optimally, achieving the best possible outcomes in that role and for the customers and businesses we serve?,”
In the previous blog we labeled these our Work Habits and showed how they, together with Pivotal Habits, are the fundamental building blocks of corporate competitive advantage.
Unlike Pivotal Habits, these Work Habits are unique to every distinct role in a company. Defining what these habits are for each role should be a fundamental act of job design.
For salespeople, high performing Work Habits include making cold calls, holding effective sales meeting, making compelling presentations, sending thank you notes, updating sales management software, sending quality proposals, asking for the deal and ensuring contracts get signed.
For accountants, effective Work Habits include balancing the company accounts each month, issuing invoices, collecting outstanding money, paying creditors, producing monthly financial statements and answering emails only in the morning and late afternoon (to ensure uninterrupted times of focus during the day). A very different set of habits than those prescribed for effective selling.
Why do the details of Pivotal AND Work Habits matter?
Simply knowing that you should exercise every day is almost trite and somewhat useless. But knowing that the OPTIMAL type of exercise for performance in your role is short bouts of high intensity exercise, done at your desk regularly throughout the day, consuming even less time than you’d normally spend at the gym and requiring no special clothes, time off, or special facilities, makes a world of difference to:
- the actual outcomes you get, and
- your chances of practicing the habit at all.
The art of ensuring that people do what makes a difference to their performance, starts by designing “Habit Prescriptions” that are clear to understand, that are optimized to increase performance (based on research), and that are easy to fit into their already busy lives.
At Habits at Work, we help employers to define these Pivotal and Work Habits, and to optimize them both for ease of completion by employees as well as for their performance impact.
Now, with these insights in mind, let’s define the “design problem” for employers who wish to become High Performance Employers:
How do you effectively design your workplace to make it easy, natural and enjoyable for employees to practice their Pivotal and Work Habits, in a way that not only has them perform optimally, but that leaves them thrilled with the experience, grateful for the support and highly engaged with us as an employer?
That’s the question we’ll answer in the last of this series of three blogs.